Any enterprise must first make clear the value (function) of enterprise university, and discuss the necessity, urgency and feasibility of building enterprise university in combination with the enterprise situation, so as to unify their understanding and strengthen their determination to build enterprise university. On the basis of firm determination, the preparatory group needs to further sort out the value creation logic of the enterprise university in order to strengthen the various capabilities of the enterprise university and give full play to its value.
As shown in the figure, the primary value of enterprise university construction lies in promoting the strategic planning and implementation of enterprises and effectively enhancing the strategic strength of the industrial chain where enterprises are located. The promotion of strategic strength mainly comes from training ability, innovation ability, learning ability and creativity, in which training ability is the foundation, innovation ability is the core, and learning ability and creativity are boosters. The concrete strength of value creation and its logic are as follows: the transformation strength is to optimize the enterprise strategy, promote the enterprise reform and promote the implementation of the strategy through the management consulting function of the enterprise university and the characteristics of being familiar with the enterprise and being able to track it for a long time. At the same time, innovation is also an important force to support the effective creation of training ability, learning ability and creativity. Training ability is to design a systematic annual training plan around the organization's annual key work, fully tap the training value with an efficient training management model, and thus promote the implementation of enterprise strategy. The construction of learning ability is based on the rapid growth mode, with the construction of learning organization as the means and the development of core talents as the core, which can effectively shorten the growth cycle, create scale leadership and effectively enhance the organizational combat effectiveness. Creativity construction is based on performance tapping mode, with knowledge management as the means, with promoting performance tapping as the core, and introducing advanced management means to enhance organizational performance and competitiveness. On the basis of serving enterprises well, enterprise universities can gradually extend to the partners in the industrial chain and finally enhance the strategic strength of the industrial chain.
The second value of corporate university construction lies in promoting the inheritance and reconstruction of corporate culture and effectively enhancing its cultural power: cohesive and inspiring employees internally, strengthening employees' thinking ability, execution ability and creativity, establishing an external image, gaining support and deterring competitors. The construction of cultural power is mainly through the means of integrated communication, from the perspective of stakeholders, to shape the core concept and enhance the external image.
The third value of enterprise university construction lies in enhancing the brand image of enterprises and enhancing their attraction to talents. This kind of value comes into being with the establishment of enterprise universities, and gradually increases with the increasingly mature operation of enterprise universities.
Second, investigate and determine the guiding theoretical system of enterprise university construction.
The guiding theoretical system of enterprise university construction directly determines the construction effect of enterprise university. Improper choice will lead to more waste, while proper choice will lead to more effective efforts. On the basis of clarifying the value of enterprise university and its value creation logic, it is necessary to further investigate and determine the guiding theoretical system of enterprise university construction as the cornerstone of enterprise university construction. In practice, we can choose a theoretical system of an enterprise university, or we can take the effect as the guide and integrate various theoretical systems to form a set of theoretical models suitable for our enterprise.
Summarizing the theoretical system of enterprise university can be divided into the traditional theoretical system of standardization construction and the new theoretical system of enterprise university.
The traditional theoretical system of standardization construction is often based on process vision, which interprets what enterprises should do and the corresponding operation process from the perspective of standardization. Generally, it is carried out from the perspectives of strategic planning, training management system, curriculum development, internal trainer construction and learning platform. And the process often pays too much attention to the process, and the effect consciousness is not strong. Many enterprises spend a lot of resources on this, but the effect is not good.
The theoretical system of new enterprise university often explains the construction and operation of enterprise university from the perspective of its effect and value. Representative theories include "think tank enterprise university" and "value creation enterprise university". Think tank enterprise university theory divides enterprise universities into department store training enterprise universities (empowering), pharmacy think tank enterprise universities (promoting innovation) and grain depot religious enterprise universities (making people happy), and defines its functions as: foreseeing problems, providing suggestions, optimizing management, discovering talents, and becoming the staff, think tank, strategist and think tank of CEO and management. According to the service direction and maturity of enterprise universities, enterprise universities that create value can be divided into expert-level enterprise universities (highly mature introverted enterprise universities, including cultivating expert-level enterprise universities, growth consultant-level enterprise universities and performance partner-level enterprise universities) and operating expert-level enterprise universities (internal and external combined enterprise universities). This theory emphasizes that the focus of training is to serve the needs of organizational growth (rather than personal growth). Integrating four training modes, namely, task-based, problem-based, ability-based and performance-based, taking learning project as the main operation form and taking effect as the guidance, focusing resources on the three key links (training management mode, rapid growth mode and performance mining mode) of enterprise university value creation, respectively solving three core problems: maximizing the value of limited training resources, improving the combat effectiveness of talents and teams, and greatly and rapidly improving organizational performance and competitiveness.
Third, combined with the actual development strategy of enterprise universities
After clarifying the logic of value creation and choosing the guiding theory of enterprise university construction, it is necessary to formulate the development strategy of enterprise university in combination with the enterprise situation, so as to clarify the orientation, development goal, organizational structure and operation mode of enterprise university.
Compared with corporate strategy, the formulation of corporate university strategy is relatively simple. The basic function, organizational structure, operation mode and construction path of enterprise university can be basically determined through the selected enterprise university theory, and then the positioning and development planning of enterprise university can be further determined according to the four factors of enterprise scale, business type, industry status and enterprise preference:
The larger the enterprise scale, the greater the survival and development space of enterprise universities. If the scale of the enterprise is small and the annual training budget is below 2 million yuan, the establishment of enterprise universities is generally only to enhance the corporate image, and the development space is limited. This type of enterprise university often pays more attention to the construction of network-based enterprise universities. Some enterprises try to make enterprise universities have the training and consulting functions to carry out foreign business, but the space for survival and development is generally limited because of the small mother body. Enterprise universities with an annual training budget of 2 million-6,543.8+million have relatively good space for survival and development, and generally mainly serve the interior of enterprises. On the basis of internal services, we can consider providing corresponding training and consulting services for partners in the industrial chain. Enterprise universities with an annual training budget of more than 6.5438+million generally have a good space for survival and development. In addition to serving the group well, they can also consider integrating external resources as professional training and consulting institutions to provide internal services and reduce the profit outflow of enterprises. In addition, we can also develop competitive training and consulting products on the basis of serving our mothers, and at the same time expand our partners and industry customers in the mother's industrial chain with the help of her influence, and even explore social customers. If the group has two or more groups, in addition to setting up an enterprise university at the group headquarters to co-ordinate the training management of the whole group, it can also set up branches in the second group to operate or set up functional branches (such as quality branches, supply chain branches, R&D branches, etc.). ) Provide professional support and services for subordinate enterprises in the group enterprise university.
The type of enterprise determines the focus of talent training in enterprise universities. Due to the complicated business of diversified group enterprises, the core talent development work of enterprise universities is mainly leadership development, and other training work is basically completed by subordinate enterprises themselves. Some key large enterprises in subordinate enterprises can set up branches (such as marketing branches and engineering branches). Subordinate enterprises that involve a lot of vocational skills training can set up vocational skills branches to provide services internally and externally. Specialized group enterprises often focus on a certain field, and the core talent development of enterprise universities is generally leadership development and professional talent development (such as project management talents in engineering industry, store managers of chain enterprises, etc.). ).
Industry status includes mother's position in the industrial chain and her position among peers, which will determine the development space of enterprise universities. If the parent company is at the core of the industrial chain (such as real estate enterprises, Alibaba and other platform enterprises), its influence on the industrial chain is often very great, and corporate universities can use its radiation to provide services to partners in the industrial chain, thus obtaining good development opportunities. If the parent company is also a leading enterprise in the industry, even the number 1, the enterprise university can gain a good development space by virtue of its influence. In view of the large proportion of domestic state-owned enterprises, if the parent company is a well-known central enterprise or a provincial key state-owned enterprise, it can also rely on SASAC to carry out state-owned systematic training and consulting business.
When the above three factors are determined, the strategic planning of enterprise universities can be basically determined. Another factor "enterprise preference" is that in practice, enterprises often make unconventional decisions based on corporate culture, leaders' characteristics and one-sided understanding of corporate universities, which often leads to difficulties in achieving the expected results. Under normal circumstances, the culture of state-owned enterprises is relatively conservative, and even if there are good development opportunities, they are often very cautious. Although enterprise universities are finally established, most of them will be discounted, and enterprise universities cannot operate in the optimal mode and the effect is not good. Leaders of private enterprises often actively innovate and strive for industry benchmarks, but often due to factors such as insufficient understanding of corporate universities and poor management and control capabilities, their ideals are full and realistic.
Four, clear performance management plan and choose a good management team.
Defining the performance management scheme and selecting the management team is the last job prepared by the enterprise university, and it is also a job that enterprises often ignore. Through the performance management scheme, the management team can be guided and encouraged to work around the established strategic plan, and the strategic objectives of the enterprise university can be effectively realized. Management team is an important force in the implementation of enterprise university development strategy, which directly determines the implementation effect of the strategy. In general, a performance management plan should be made first, and then a suitable management team should be selected on this basis.
This performance management scheme refers to the salary performance scheme with the person in charge of the actual operation of the enterprise university as the core. Under normal circumstances, the salary structure of the person in charge of the actual operation of the enterprise university should adopt two parts: fixed monthly salary and annual performance, and the annual performance salary generally accounts for about 50% of the annual salary. If it is an internal and external enterprise university, the surplus benefits should be distributed to the management team for secondary distribution according to a certain proportion, thus encouraging all employees of the enterprise university to work together. In addition, in order to encourage the management team to expand the enthusiasm of the external market, a mixed model can be adopted, so that the management team holds a certain proportion of shares.
The choice of management team is a headache for many enterprises. The general ability of internal employees is not enough, and external employees are hard to find. In addition, they do not have the ability to scientifically evaluate and select suitable university presidents, so it is often difficult for the actually selected candidates to achieve the established strategic goals. With the emergence of professional service organizations in enterprise universities, these problems have been very easy to solve. Enterprise universities with relatively small annual training budget can choose internal staff to form management teams. In order to make up for the lack of internal staff's ability, we can introduce advanced enterprise university operation mode at a lower cost through overseas study or external internal training and counseling, and quickly promote the maturity of enterprise university operation; Enterprises with relatively large annual training budget can choose professional enterprise university incubation institutions to help enterprise universities grow rapidly and healthily through the mode of "headhunting+follow-up support". You can also choose a professional enterprise university incubator to ensure the rapid construction and maturity of enterprise universities and cultivate their internal successors through the mode of "trusteeship+internal growth". In addition, the management consulting mode can also promote the rapid construction and maturity of enterprise universities and give full play to their value.